Key Insights
Balancing User Value and Business Urgency
For enterprise technology leaders navigating AI, customer expectations, and shifting delivery models, it is vital to structure innovation decisions in a way that supports speed without compromising on quality or user alignment. When evaluating a new product idea or feature, Hamza applies a decision-making model built around two core questions: “How certain are we that the users will find what we are doing valuable?” and “How urgently does the business need results?” If certainty is low and the business timeline allows, he starts small—releasing a prototype or limited beta to gather early feedback. Then if the product is well-versed with how it will perform in the market, then that is the time to start to scale up. This approach helps manage risk, especially in uncertain environments, while staying aligned with real business timelines.
Data Alone Cannot Explain Customer Behaviour
Analytics provide scale and trendlines—but human conversations reveal context and root causes that can’t be seen in spreadsheets alone. Drawing from his experience in telecom, Hamza shared how internal analytics once led his team to believe they had developed a “hit feature.” But after speaking directly with users, he learned they found the feature confusing and inconvenient. “Our internal data actually suggested otherwise,” he said, emphasizing that “data alone can sometimes mislead us.” For CIOs and CPOs focused on customer journey mapping, product design, or platform decisions, this is a clear reminder to embed direct user feedback into processes typically driven by dashboards and metrics.
Impact Goes Beyond Usage Metrics and Revenue
Measuring the success of product innovation requires a broader view than just user counts or immediate financial returns. Reflecting on a self-service support feature he launched, Hamza looked beyond adoption to assess how it impacted call centre volume, team morale, and overall customer satisfaction. He also referenced using forecasting tools to project long-term business impact and emphasized reusability and adaptability as key signals that innovation is still delivering value over time. This approach reframes success in enterprise terms—tying product innovation to operational efficiency, employee experience, and sustained customer value.
Episode Highlights
User Research Changed Everything
Hamza reflects on a formative moment early in his career when informal conversations with users completely changed the direction of a product feature—and his approach to product management. What began as a technically sound feature turned into something far more meaningful through direct feedback. This story lays the foundation for his deep belief in customer empathy.
“We designed a feature that directly addressed their real-world frustrations and it generally improved their day-to-day experiences.”
A Thoughtful Approach to Scaling
When asked how he balances experimentation, iteration, and scale, Hamza shares a practical approach built around navigating uncertainty. He focuses on proving value through small releases before scaling with confidence—only after clear feedback and business alignment. The method is simple but powerful, and deeply relevant to leaders managing high-stakes product bets.
“It’s like stepping very carefully onto a thin sheet of ice and then testing the surface first before actually confidently diving into it.”
AI That Helps, Not Overwhelms
Instead of relying on dense reports and spreadsheets, Hamza explains how conversational analytics now lets him extract customer insights through natural language prompts. This shift makes his team faster and more confident in decision-making—and keeps the focus on clarity, not complexity.
“AI has become like a companion who translates complex data into easy-to-follow stories.”
Why In-Person Still Matters
While acknowledging the move to remote work, Hamza points out that collaboration mindset—not just tools or structure—is what defines innovation readiness. But he also notes that physical presence often still fosters stronger alignment and energy in product teams.
“Naturally, it’s more feasible for the team to be collaborating physically and it’s more productive when it comes to the innovation side of things.”
Don’t Chase Trends—Test Them
Hamza cautions against blindly adopting new trends and frameworks without testing them directly with real users. He shares a practical example: even if a design trend gains popularity, he’ll observe a small group interacting with it before rolling it out.
“Always test ideas directly with your customers… sit down with them and casually observe their interactions.”
